Do people come to me as the go-to person for critical tasks? What obstacles do I anticipate that may interfere with getting the results I want, and is a contingency plan in place to compensate? Have I depersonalized attacks, learned from mistakes, and set aside personal differences to press on toward the goal? What things do I need to organize better to keep on track and not deter progress? To avoid overdoing Drive for Results, ask yourself: Am I placing too much importance on achieving results at the expense of the people involved? Am I unwilling to consider a course change to reach the goal?
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Do people come to me as the go-to person for critical tasks? What obstacles do I anticipate that may interfere with getting the results I want, and is a contingency plan in place to compensate? Have I depersonalized attacks, learned from mistakes, and set aside personal differences to press on toward the goal? What things do I need to organize better to keep on track and not deter progress? To avoid overdoing Drive for Results, ask yourself: Am I placing too much importance on achieving results at the expense of the people involved?
Am I unwilling to consider a course change to reach the goal? Am I too self-centered, not sharing praise or celebrating success with others? Interview questions Share with me the most difficult and complex situation in which you set clear, lofty goals for yourself and others, if applicable , and then pursued those goals with enthusiasm and energy. Think back to a complex and challenging time in which you anticipated obstacles and were prepared with a contingency plan so as not to impede the drive to the goal and, if applicable, kept others involved on track also.
Describe two situations that demonstrate your reputation for success and quality performance in the eyes of your peers and superiors. Share two instances that showcase your drive to be satisfied with concrete, stellar results. Set priorities: Resolve to achieve three to five things that are most important to your task. Focus on these goals and spend at least half of your time working toward them, avoiding trivial distractions. Set goals and jump-start your passion: Set achievable goals and objectives, and establish a system of accountability and measurement of your progress in reaching them.
Do the things you dislike first, and fashion your work activity to mirror your interests as much as possible. Create a checklist, and celebrate as you cross things off.
Observe how to get things done: Review and consider the established set of best practices to produce results others who do what you are doing or the HR department, may be good tools.
Organize: Get and use resources people, money, materials, support, time to assist you in your task ahead of time. Get work done through others: Manage people and projects effectively delegate, empower, communicate, motivate, plan, set priorities and goals.
Work across borders and boundaries: Focus on common goals, priorities, and problems. Be cooperative, explaining your thinking and inviting others to explain theirs. Generate various possibilities and promote constructive criticism. Be bold enough and fight the right battles: Take a few risks, push the envelope, and try some bold new initiatives. Recognize mistakes and failures as opportunities to learn and grow.
Lead with strength. Allow others to honestly assess results and give feedback. Avoid procrastination: Plan and schedule time to do tasks at hand divide them into thirds to make them manageable. Be persistent: Persevere even when you hit roadblocks. Break your tasks into smaller segments to appreciate your progress. Stay objective, and realize that resistance is not personal.
Focus on your work, not yourself. Deal with stress and strain: Recognize that stress is caused by how you look at events rather than by the events themselves.
Reprogram your interpretation of your task or situation by seeking a broader perspective. Seek advice or assistance from others when necessary. Learning from develop-in-place assignments: These part-time develop-in-place assignments will help you build your skill s.
Integrate new methods, processes, or procedures. Be a change agent or champion. Temporarily manage a group opposed to an unpopular change or project. Troubleshoot a performance or quality problem with an existing situation or procedure. Launch a new procedure or initiative. Work on a crisis management team. Learning more from your plan: These additional remedies will help make this development plan more effective for you.
Learning to learn better: Examine your past for parallels to the current situation. Assess what has or has not worked in the past that you can apply. Learn to compensate for a weakness.
Use your strengths, or other people, to compensate for your weak areas. Commit to a tight timeframe to accomplish something. Establish a firm plan and stick to it. Analyze mistakes immediately and learn from them.
Learning from experience, feedback, and other people: Get feedback from those in authority. Communicate that you are open to constructive criticism and are willing to work on issues they view as important.
Get feedback from your direct reports. Learn from poor authority figures. Determine what makes them a bad example, if you are part of the problem, and if others regard them the same way. Avoid reacting out of anger and frustration, and resolve not to imitate poor behavior.
Learn from bad situations and mistakes. Determine why you made a mistake. Be resourceful, and integrate what you learn into future situations. Seek and receive feedback only on the skills important to your present and future success. New York: Crown Business Publishing, Carrison, Dan.
Boston: Harvard Business School Press, Drucker, Peter F. Managing for the Future. New York: Dutton, Managing for the Future sound recording. Managing for the Results. New York: HarperCollins, Dumas, Alexandre.
Count of Monte Cristo. New York: Bantam Books, Count of Monte Cristo sound recording. Goleman, Daniel. Leadership That Gets Results. Hawkins, David R. Power vs. Carson, CA: Hay House, Jensen, Bill. Cambridge, MA: Perseus Publishing, Keller, Helen.
The Story of My Life. The Story of My Life sound recording. Klein, Maury. New York: Times Books, Laurie, Donald L. Venture Catalyst. Loehr, Jim and Tony Schwartz. New York: The Free Press, Longenecker, Clinton O. Morrell, Margot and Stephanie Capparell. New York: Viking Press, Niven, P. Sapadin, Linda with Jack Maguire. Stern, Joel M. The EVA Challenge.
Troyat, Henri. Peter the Great. Results-Based Leadership. Zook, Chris and James Allen.
FYI Resource Center
Information on each product is provided below, or visit the Lominger Website for more information. The tool can be used in conjunction with the Interview Architect Online Software or as a stand-alone subscription product. Create your own competency profiles A Web-based subscription tool, Success Profile Architect lets users merge multiple research or expert profiles to estimate competency models that can be used for individuals, jobs, roles, teams or organizations. Success Profile Architect can also be used: To develop profiles to serve as the foundation for interview guides for selection processes and various other applications To create draft and final competency profiles with groups like expert panels, subject matter experts, leaders, incumbents, etc. For in-house practitioners who are asked to draft profiles for key jobs, assignments or other executive development activities To store organizational competency profiles For sophisticated coaching applications For succession planning and "assignmentology" SPA can be used to determine the most likely competencies a potential job might require and which ones would be useful for developing a high potential Applications Training Although certification is not required to purchase this tool, we do offer instruction in its use if you purchase Success Profile Architect as a stand-alone subscription product.
Education competency: Drive for results
Want to Read Currently Reading Read. Although certification is not required to purchase this tool, we do offer instruction in its use if you purchase Success Profile Architect as a stand-alone subscription product. For example, if you feel that you might need help with delegation, then you would look up that competency and then you can read through points to determine if that co This is not a book that you would read cover-to-cover, but it is definitely a great reference book to keep on your shelf. I somehow feel this is more for an advanced training than a beginners guide to improving competencies. To develop profiles to serve as the foundation for interview guides for selection processes and various other applications To create draft and final competency profiles with groups like expert panels, subject matter experts, leaders, incumbents, etc. This is a rather extensive tome of HR and development. It may have creases on the cover and some folded pages.
ISBN 13: 9780974589237
Akisho A development and coaching guide for learners, supervisors, managers, mentors, and feedback givers Designed for use by any motivated person with a development need-at any level: It allows anyone to walk into an unknown situation and manage staff and situations successfully. Success Profile Architect can also be used: As a result an individual or manager can take FYI off the shelf and use this development resource anytime there is a development need. For example, if you feel that you might lomingerr help with delegation, then you would look up that competency and then you can read through points to determine if that competency for you is one that is unskilled, skilled, or overused. Understanding Competencies Workshop that many find very useful. Please refer to the Lominger website for up to date pricing and terms.